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Peter Honey

Peter Honey

18 May 2009 | 14:52

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We’re going to do some supposing.

Suppose you join an organisation and, as part of your induction, you are briefed on the system for claiming expenses. You are given guidelines that are, shall we say, open to interpretation.

Suppose, after a couple of months in the job, with lots of travelling and nights away from home, you want to have your expenses reimbursed. You go to the department that processes expense claims to collect the forms you need. The expenses you can claim for fall into various categories, some needing receipts attached and some not. It all seems rather confusing, so you seek advice. The official is helpful but rather offhand and more or less says that what you claim is up to you.

Suppose, still feeling unsure, you seek clarification from some experienced colleagues who have been with the organisation longer than you. They advise you to claim all the different allowances open to you. They assure you that everyone does this to compensate for salaries that are openly acknowledged to have fallen behind market rates.

Suppose, despite some misgivings, you act on the advice and claim all you have been told you are entitled to. Your claim goes through with no questions asked and the money is paid into your bank account.

Suppose you gradually get used to the system; it all seems normal and routine and your expense claims are never queried. Your job is demanding and you are very busy. You start to get “careless” and claim for some things that you know are iffy. No questions are ever asked – your claims, just like everyone else’s, always go through on the nod.

In the light of all these suppositions, what would you do if, suddenly, your expenses were challenged and you were asked to justify them?

I bet you’d blame the system.

Comments

1. At 16:57 on 18 May 2009, Glyn wrote:

I suppose I would blame the system; if a system as bad as the one you describe could be established and maintained by intelligent people.

The trouble is that I would have a feeling in my gut that some of the things that I was told were ok still seemed to be morally wrong. And if I had spoken to a wide network of experienced colleagues I would have found that not everyone behaved this way. That would have made me feel uneasy too.

I assume that what you describe is a hypothetical situation, Peter. Surely it wouldn't have happened on a wide scale in the real world!!
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2. At 15:43 on 20 May 2009, Iain Mackinnon wrote:

It's about organisational culture, isn't it? And I'd see influencing organisational culture as at least as central to the job of HR as all the more prosaic things like hiring and firing, pay and IR.

I saw the difficulty for myself very early on in my career. It was clear that the expenses regime I worked with was designed to enable us to make a good margin - and I thought that was wrong. I still hold the same view (and in bidding for work say: "we make no attempt to make a profit on expenses") - but my colleagues thought I was mad, and so, much more significantly, did my Regional Director. I was rocking the boat and he was as put out with me as the Speaker was with Kate Hoey. Going with the grain would have been much easier.
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3. At 13:36 on 22 May 2009, Andy wrote:

Peter;
I would also blame the system. To buck the system would take someone with a very strong moral compass, with no fear of being ridiculed, with a long-term stake in the organisation, within a culture that accepted challenges, with the strength to not follow the crowd, to always do the right thing. Some people, but not many, can.

As I think both Glyn and Iain are alluding to, like all complex adaptive systems (such as your hypothetical example), the relationship is one of extreme complexity - between the expenses process, the variety of individuals' moral compasses, the underlying thinking that is about compliance and precluding people from questioning the expenses process and most importantly the development of the systems and the culture over time.

As all systems thinkers are aware, hindsight is always 20:20 perfect vision, but when people and particularly managers and leaders are in the middle of the system, it requires significant insight and indeed a method to help them see what is actually going on.
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